Tackling the “Scaling-up” problem

Last September, Dr. Ralph-Christian Ohr and we launched a new initiative „SCALING UP: From Corporate Startup to Innovation Impact“. We have been overwhelmed by the huge resonance on this since then. Many corporate practitioners have felt addressed by our call. Up to now, most of them have joined up with us to collaborate on this – still mostly uncovered – …

Digital Transformation: Quo vadis, corporate innovation management? (Part 2)

“Digital Transformation for growth” provides a huge opportunity for corporate innovation – but also many challenges. We are exploring how corporate innovation management should move ahead (Note: In this post, we understand ‘corporate innovation management’ to be a corporate function and/or the management process). The first part of this article was about new opportunities that corporate innovation management needs to …

Addressing the scale-up problem in corporate innovation management

We have started to work on the integration problem. The original pain point – Welcome, ambidexterity More than three years ago, innovation-3.com’s Frank Mattes and Dr. Ralph-Christian Ohr noticed a pain point in corporate innovation: How should companies balance the different requirements in searching for tomorrow’s business and in running today’s business? They wrote A WELL-RECEIVED ARTICLE urging the need for …

Digital Transformation: Quo vadis, corporate innovation management? (Part 1)

True’ Digital Transformation, i.e. Digital Transformation for growth, provides a huge opportunity for corporate innovation – but also a large number of challenges. We are exploring how corporate innovation management (Note: In this post we understand ‘corporate innovation management’ to be a corporate function and/or the management process) should move ahead. This first part deals with new opportunities that corporate …

Digital Transformation in Process Industries: The growth catalyst

As you may have noticed we have started a peer group process with leading firms from the Process Industries. These companies explore what comes after the obvious first steps in Digital Transformation which are operational excellence (smart plants with predictive maintenance and remote controlling, smart supply chains, increasing management capabilities via real-time insights into KPIs and improving the predictability of future …

Digital Transformation: Disrupting your business model

As we have pointed out in earlier posts we are forming a peer group process with Process Industries VPs from Innovation, Marketing and Sales within larger companies: “Digital Transformation – What it really means at the VP level”. Companies from Chemicals, Paints, Health&Nutrition, Oils&Additives, Food, Dairy, Beverage and Life Science industries are lining up for participation – which we think …

What Digital Transformation really means: Participate in our Peer Group study

Digital Transformation has become a hot business topic. While executives need answers to prevent an expensive miss-fire, the Digital narrative is stuck in buzzword territory. Much has been written on the “WHY?” of Digital Transformation. The missing part of this story is the “WHAT?” and “HOW?” of Digital Transformation. High-level statistics show the state of thinking, however they are short on actionable insights. …

Software supporting the FFE and innovation effectiveness

Through this series of articles we have built a case that large organizations should invest energy in actively designing their early phase of the innovation process – the so-called “Fuzzy Front-End” (FFE) – in a way that delivers more meaningful and promising innovation ideas and concepts. Up till now, we have spoken about “hard facts” and “soft facts” in designing …

Industry-sector priorities in designing the Fuzzy Front-End

In our last posts we have built a case that large organizations should invest energy in actively designing their early phase of the innovation process – the so-called “Fuzzy Front-End” (FFE) in a way that it delivers meaningful and promising innovation ideas and concepts. It is emerging practice that there are some key design parameters (see our last post for more …

Excellence in the Fuzzy Front-End – Part 3

In the first parts of this article series we argued that that the scope and nature of innovation is changing. Big Data, Social Innovation, Additive Manufacturing (3D-Printing etc.) Design Thinking, Lean Start-up, etc. are becoming Good Practice in innovation management. We argued that in “making innovation things right”, i.e. in the back-end of the innovation funnel, many firms have established …

Excellence in the Fuzzy Front-End – Part 2

In the first part of this article series we argued that that the scope and nature of innovation is changing. Big Data, Social Innovation, Additive Manufacturing (3D-Printing etc.) Design Thinking, Lean Start-up, etc. are becoming Good Practice in innovation management. We argued that in “making innovation things right”, i.e. in the back-end of the innovation funnel, many firms have established …

T-shaped people and their areas of expertise

A great deal of success in Open / Collaborative Innovation depends on winning the „right people“ for driving the change. Studies have shown that T-shaped experts are pivotal in this approach. We came across an interesting question in our recent project work: How does one evaluate efficiently the expertise base of an individual?” In other words: How could you efficiently …

Software for the fuzzy front-end: Focus areas and how to make it fly

Judging by Our project pipeline, leading firms are intensifying their efforts in developing the fuzzy front-end of the innovation funnel. We are currently conducting a study to better understand where things are going. First, preliminary results suggest that development efforts are targeted at This does not mean, of course that other issues such as e.g. extending the innovation ecosystem and …